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Engineering Tripos Part IIB, 4I1: Strategic Valuation, 2020-21

Module Leader

Dr H Jiang

Lecturer

Dr H Jiang

Lab Leader

Dr H Jiang

Timing and Structure

Christmas vacation - dates below; Assessment: Coursework 100% in project combining spreadsheet modelling, written analysis and a management-style report - details TBA. You may conduct some Excel modelling with fellow students. Michaelmas/Lent Term break.

Prerequisites

All participants are expected to be familiar with probability and statistics at the level of a final year high school or introductory undergraduate course. See the prerequisites document on the course website for details. Participants are also expected to be familiar with basic Excel spreadsheet modelling (see e.g. http://best-excel-tutorial.com/54-basics for a tutorial). The basic Excel functions and tasks that you must know how to use competently are: MAX, AVERAGE, COUNT, IF, SUMPRODUCT; mathematical formulas based on relative and absolute references; creating simple tables; plotting pie, bar, column and line charts.

Aims

The aims of the course are to:

  • See below.

Objectives

As specific objectives, by the end of the course students should be able to:

  • See below.

Content

  • Module Time: 3 full days (9.00am – 5.00pm) on 7th, 9th, and 11th December 2020.
  • Reserve 7th – 14th December 2020 for TPE25 ONLY.
  • Reserve 12th and 13th December 2020 for conducting part I of the course assessment.
  • Reserve a compulsory Q&A session for the course assessment from 13:30 until 15:30 on 14th December 2020.
  • There is a possibility that this course will be delivered online depending on when the Covid19 social distancing rules will be removed. 
  • It is necessary for you to have a Window-based laptop for Excel modelling although it is possible that a Mac-based laptop can be used for Excel modelling. If this course is delivered in classroom and Cambridge, then there is a possibility that students use computers in the computer lab. In the latter, if you do not have a laptop, be prepared to stay in Cambridge for a few more days after 16th December 2020 so that you can conduct Excel modelling in relation to your course assessment in the CJBS Computer Lab – subject to availability of the lab.
  • The level of mathematical theory may be below the expectation of some CUED students.
This module introduces students to two essential and complementary ways of dealing with future uncertainties. On one hand, we have diversification, the notion that you should "not put all your eggs in one basket", is both intuitive and ubiquitous in modern management. This exemplifies passive risk management. On the other, we have the real options paradigm. This emphasises that future value depends both on unfolding uncertainties, which you cannot control, and the flexibility of your future responses. By investing in research and development projects, for example, companies buy the option to launch a product, which they may or may not exercise, depending on the level of success of the R and D effort and on market conditions at the time of launch. However, flexibility also costs money: R and D expenditure, for example in the biotech industry, can be huge. So how much flexibility shall we build into the system? This is the realm of project design for active risk management. System designers and project managers need tools that help them decide if added flexibility is worth the money. This course provides the students with a mindset and a suite of tools to tackle such problems.
 
The emphasis is on management and design of technological projects. Examples and case studies will illustrate how theory can be adapted to actual conditions.
 
Please note that the number of places available to Part IIB Engineers is limited.  A ballot will be held if the module looks likely to be oversubscribed.  The ballot will take place on the first day of lectures, after which the Teaching Office will be in touch with any unsuccessful applicants to ask them to select another module.

Day 1: Foundations

  • Course aims and objectives
  • Review of traditional project valuation
  • System value is a shape, not a number
  • Monte Carlo Simulation
  • (Valuing flexibility)

Preparatory reading:

  • de Neufville, R. and Scholtes, S. (2011), Ch 2: "Recognition of Uncertainty".
  • If you have not seen Net Present Value (NPV) or Discounted Cash Flows before, read Brealey and Meyers, Ch. 2: ‘Present values’.

 

Day 2: Portfolio Thinking

  • Diversification
  • Hedging
  • Trading off risk against return

Preparatory reading:

Day 3: Real Options Analysis

  • Flexibility: Intuition behind real options
  • Lattice valuations

Preparatory reading:

  • Brealey and Meyers, Ch. 10: ‘Project Analysis’, Ch. 20: ‘Understanding Options’ [For the 9th edition, use Ch. 11, Ch. 21]
  • de Neufville and Scholtes (2011), Ch. I: ‘High Level Overview’ (pp. 1-39)

Further notes

Required software

The basic modelling tool will be Microsoft Excel. Essential add-ins include Analysis ToolPak and Solver, both of which come with Excel but may require the Excel installation disks, and @Risk, which will be distributed to you.

Coursework

Coursework Format

Due date

& marks

100% individual project combining spreadsheet modelling, written analysis and a management-style report. The coursework consists of two parts: Task I (65%-70%) and Task II (30%-35%).

Task I contains a number of subtasks, in which students are asked to conduct intensive Excel modelling, to answer questions, to provide analysis, and to give intuitive business interpretations. 

Task II is a short presentation and is assessed by a set of criteria: intuition (business implication), prioritising information (structure), clarity and use of visual aids such as charts and graphs, and language.

Individually Assessed

Answer Sheet, Presentation Document and Excel Files

Anonymously marked

The coursework will be carried out during Michaelmas/Lent term break and will be submitted right before the beginning of the Lent term in January 2021.

Marks will be available in three-four weeks after the submission date.

 

Booklists

Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.

Module Webpage

To be advised: https://www.vle.cam.ac.uk

TPE25 Strategic Valuation

Reference Books

The following are available in multiple copies in the Judge Business School Information Centre:

 

de Neufville, R. and Scholtes, S. (2011)

Flexibility in Engineering Design. Cambridge, MA: MIT Press

E-book: https://ebookcentral.proquest.com/lib/CAM/detail.action?pq-origsite=prim... 

 

Printed book at:

TA174.D46 2011

Brealey, R. A, Myers, S. C. and Allen, F. (2019)

 

or

Brealey, R. A, Myers, S. C. and Allen, F. (2008)

Principles of Corporate Finance. 13th ed. Boston, Mass.: Irwin McGraw Hill

 

 

 

9th ed.

 

 

N.B. For Brealey and Myers, any edition from 6th ed. onwards is fine.

 

Printed books at:

HG4026.B73 P7 2011

E-book: https://www.vlebooks.com/Vleweb/Product/Index/1993343?page=0 

 

 

 

HG4026.B73 P7 2008

 

 

Savage, S. L. (2003)

Decision Making with Insight. Belmont, CA: Brooks/Cole

Printed book at:

HF5548.4.S38 2003

 

Luenberger, D. G. (1998)

Investment Science. Oxford: Oxford University Press

Printed book at:

HG4515.2.L83

 

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

E1

Ability to use fundamental knowledge to investigate new and emerging technologies.

E3

Ability to apply mathematical and computer based models for solving problems in engineering, and the ability to assess the limitations of particular cases.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P8

Ability to apply engineering techniques taking account of a range of commercial and industrial constraints.

US1

A comprehensive understanding of the scientific principles of own specialisation and related disciplines.

US3

An understanding of concepts from a range of areas including some outside engineering, and the ability to apply them effectively in engineering projects.

 
Last modified: 12/09/2020 13:14

Engineering Tripos Part IIB, 4I1: Strategic Valuation, 2019-20

Module Leader

Dr H Jiang

Lecturer

Dr H Jiang

Lab Leader

Dr H Jiang

Timing and Structure

Christmas vacation - dates below; Assessment: Coursework 100% ind project combining spreadsheet modelling, written analysis and a management-style report - details TBA. You may conduct some Excel modelling with fellow students. Michaelmas/Lent Term break.

Prerequisites

All participants are expected to be familiar with probability and statistics at the level of a final year high school or introductory undergraduate course. See the prerequisites document on the course website for details. Participants are also expected to be familiar with basic Excel spreadsheet modelling (see e.g. http://best-excel-tutorial.com/54-basics for a tutorial). The basic Excel functions and tasks that you must know how to use competently are: MAX, AVERAGE, COUNT, IF, SUMPRODUCT; mathematical formulas based on relative and absolute references; creating simple tables; plotting pie, bar, column and line charts.

Aims

The aims of the course are to:

  • See below.

Objectives

As specific objectives, by the end of the course students should be able to:

  • See below.

Content

  • Module Time: 3 full days (9.00am – 5.00pm) on 9th, 11th, and 13th December 2019.
  • Reserve 9th – 16th December 2019 for TPE25 only.
  • Reserve 14th - 15th December 2019 for conducting part I of the course assessment.
  • Reserve a compulsory Q&A session for the course assessment at 9am-11am on 16th December 2019.
  • It is useful for you to have a Window-based laptop for Excel modelling. If you do not have a laptop, be prepared to stay in Cambridge for a few more days after 16th December 2019 so that you can conduct Excel modelling in the CJBS Computer Lab.
  • The level of mathematical theory may be below the expectation of some CUED students.
This module introduces students to two essential and complementary ways of dealing with future uncertainties. On one hand, we have diversification, the notion that you should "not put all your eggs in one basket", is both intuitive and ubiquitous in modern management. This exemplifies passive risk management. On the other, we have the real options paradigm. This emphasises that future value depends both on unfolding uncertainties, which you cannot control, and the flexibility of your future responses. By investing in research and development projects, for example, companies buy the option to launch a product, which they may or may not exercise, depending on the level of success of the R and D effort and on market conditions at the time of launch. However, flexibility also costs money: R and D expenditure, for example in the biotech industry, can be huge. So how much flexibility shall we build into the system? This is the realm of project design for active risk management. System designers and project managers need tools that help them decide if added flexibility is worth the money. This course provides the students with a mindset and a suite of tools to tackle such problems.
 
The emphasis is on management and design of technological projects. Examples and case studies will illustrate how theory can be adapted to actual conditions.
 
Please note that the number of places available to Part IIB Engineers is limited.  A ballot will be held if the module looks likely to be oversubscribed.  The ballot will take place on the first day of lectures, after which the Teaching Office will be in touch with any unsuccessful applicants to ask them to select another module.

Day 1: Foundations

  • Course aims and objectives
  • Review of traditional project valuation
  • System value is a shape, not a number
  • Monte Carlo Simulation
  • (Valuing flexibility)

Preparatory reading:

  • Savage (2003), Ch. 2: ‘The building blocks of uncertainty: random variables’, Ch. 3: ‘The buildings of uncertainty: functions of random variables’.
  • If you have not seen Net Present Value (NPV) or Discounted Cash Flows before, read Brealey and Meyers, Ch. 2: ‘Present values’

 

Day 2: Portfolio Thinking

  • Diversification
  • Hedging
  • Trading off risk against return

Preparatory reading:

Day 3: Real Options Analysis

  • Flexibility: Intuition behind real options
  • Lattice valuations

Preparatory reading:

  • Brealey and Meyers, Ch. 10: ‘Project Analysis’, Ch. 20: ‘Understanding Options’ [For the 9th edition, use Ch. 11, Ch. 21]
  • de Neufville and Scholtes (2011), Ch. I: ‘High Level Overview’ (pp. 1-39)

Further notes

Required software

The basic modelling tool will be Microsoft Excel. Essential add-ins include Analysis ToolPak and Solver, both of which come with Excel but may require the Excel installation disks, and @Risk, which will be distributed to you.

Coursework

Coursework Format

Due date

& marks

100% individual project combining spreadsheet modelling, written analysis and a management-style report. The coursework consists of two parts: Task I (65%-70%) and Task II (30%-35%).

Task I contains a number of subtasks, in which students are asked to conduct intensive Excel modelling, to answer questions, to provide analysis, and to give intuitive business interpretations. 

Task II is a short presentation and is assessed by a set of criteria: intuition (business implication), prioritising information (structure), clarity and use of visual aids such as charts and graphs, and language.

Individually Assessed

Answer Sheet, Presentation Document and Excel Files

anonymously marked

The coursework will be carried out during Michaelmas/Lent term break and will be submitted right before the beginning of the Lent term in January 2019.

Marks will be available in three-four weeks after the submission date.

 

Booklists

Please see the Booklist for Group I Courses for references for this module.

Module Webpage

To be advised: https://www.vle.cam.ac.uk/course/view.php?id=83341

TPE6 Strategic Valuation

Reference Books

The following are available in multiple copies in the Judge Business School Information Centre:

 

de Neufville, R. and Scholtes, S. (2011)

Flexibility in Engineering Design. Cambridge, MA: MIT Press

E-book via Dawsonera (Click on ‘institutional login’)

 

Printed book at:

TA174.D46 2011

Brealey, R. A, Myers, S. C. and Allen, F. (2011)

 

or

Brealey, R. A, Myers, S. C. and Allen, F. (2008)

Principles of Corporate Finance. 10th ed. Boston, Mass.: Irwin McGraw Hill

 

 

 

9th ed.

 

 

N.B. For Brealey and Myers, any edition from 6th ed. onwards is fine.

 

Printed books at:

HG4026.B73 P7 2011

 

 

 

HG4026.B73 P7 2008

 

 

Savage, S. L. (2003)

Decision Making with Insight. Belmont, CA: Brooks/Cole

Printed book at:

HF5548.4.S38 2003

 

Luenberger, D. G. (1998)

Investment Science. Oxford: Oxford University Press

Printed book at:

HG4515.2.L83

 

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

E1

Ability to use fundamental knowledge to investigate new and emerging technologies.

E3

Ability to apply mathematical and computer based models for solving problems in engineering, and the ability to assess the limitations of particular cases.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P8

Ability to apply engineering techniques taking account of a range of commercial and industrial constraints.

US1

A comprehensive understanding of the scientific principles of own specialisation and related disciplines.

US3

An understanding of concepts from a range of areas including some outside engineering, and the ability to apply them effectively in engineering projects.

 
Last modified: 05/06/2019 10:45

Engineering Tripos Part IIB, 4E12: Project Management, 2019-20

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity
  • Stakeholder Management
  •  

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • Experimental evidence: collective bias

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

In-class individual case discussion contributions (20%), Group case write-up (20%), Coursework work individual (60%).

Coursework Format

Due date

& marks

Coursework activity #1:  Project Management Case Study

Coursework 1 brief description

You will be given a case and asked to analyse the risk management framework that the managers use to ensure a smooth transition of the IT operations. 

Learning objective:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

Group Report 

anonymously marked

 

Beginning of Lecture 4

[12/60]

[Coursework activity #2 Project Prioritization and Analysis / Final]

Coursework 2 brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objective:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

[36/60]

 

Booklists

Please see the Booklist for Group E Courses for references for this module.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 28/05/2019 14:40

Engineering Tripos Part IIB, 4E12: Project Management, 2020-21

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • The need for diversification in high risk projects

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

In-class individual case discussion contributions (5%), Group case write-up (30%), Coursework work individual (65%).

Coursework Format

Due date

& marks

Coursework activity #1:  Project Management Case Study

Coursework 1 brief description

You will be given a case and asked to analyse the risk management framework that the managers use to ensure a smooth transition of the IT operations. 

Learning objective:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

Group Report 

anonymously marked

 

Beginning of Lecture 4

 

[Coursework activity #2 Project Prioritization and Analysis / Final]

Coursework 2 brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objective:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

 

 

Booklists

Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 16/02/2021 06:35

Engineering Tripos Part IIB, 4E12: Project Management, 2018-19

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity
  • Stakeholder Management
  •  

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • Experimental evidence: collective bias

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

In-class individual case discussion contributions (20%), Group case write-up (20%), Coursework work individual (60%).

Coursework Format

Due date

& marks

Coursework activity #1:  Project Management Case Study

Coursework 1 brief description

You will be given a case and asked to analyse the risk management framework that the managers use to ensure a smooth transition of the IT operations. 

Learning objective:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

Group Report 

anonymously marked

 

Beginning of Lecture 4

[12/60]

[Coursework activity #2 Project Prioritization and Analysis / Final]

Coursework 2 brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objective:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

[36/60]

 

Booklists

Please see the Booklist for Group E Courses for references for this module.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 25/05/2018 13:48

Engineering Tripos Part IIB, 4E12: Project Management, 2022-23

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • The need for diversification in high risk projects

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

 Individual Coursework  (100%).

Coursework Format

Due date

& marks

[Coursework activity: Project Prioritization and Analysis / Final]

Brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objectives:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

 

 

Booklists

Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 30/09/2022 10:07

Engineering Tripos Part IIB, 4E12: Project Management, 2021-22

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • The need for diversification in high risk projects

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

In-class individual case discussion contributions (20%), Individual Coursework  (80%).

Coursework Format

Due date

& marks

[Coursework activity: Project Prioritization and Analysis / Final]

Brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objectives:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

 

 

Booklists

Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 24/05/2021 15:28

Engineering Tripos Part IIB, 4E12: Project Management, 2024-25

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • The need for diversification in high risk projects

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

 Individual Coursework  (100%).

Coursework Format

Due date

& marks

[Coursework activity: Project Prioritization and Analysis / Final]

Brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objectives:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

 

 

Booklists

Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 31/05/2024 10:06

Engineering Tripos Part IIB, 4E12: Project Management, 2023-24

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • The need for diversification in high risk projects

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

 Individual Coursework  (100%).

Coursework Format

Due date

& marks

[Coursework activity: Project Prioritization and Analysis / Final]

Brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objectives:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

 

 

Booklists

Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 30/05/2023 15:30

Engineering Tripos Part IIB, 4E12: Project Management, 2017-18

Module Leader

Dr N Oraiopoulos

Lecturer

Dr N Oraiopoulos

Timing and Structure

Lent term. Eight 2-hour sessions + coursework. Assessment: 100% coursework (please see details below)

Aims

The aims of the course are to:

  • introduce the principal elements of project management; equipping students with the basic skills to enable them to manage a project and to operate effectively as part of a project team.

Objectives

As specific objectives, by the end of the course students should be able to:

  • use a set of tools and frameworks that enable effective project planning and execution.
  • understand the need for appropriate governance structures and control systems in the delivery of project objectives.
  • run a small scale project and to be an effective member of any project team.

Content

Session 1: Introduction to Project Management

  • Wide applicability of Project Management (PM)
  • Reasons why project fail
  • History of PM: Roots of change
  • Critical Path Method (CPM): Dragonfly Case - part 1

Session 2: Project Planning and Control

  • Beyond the CPM; the PERT method
  • EVA/ABC
  • Design Structure Matrix
  • Monte Carlo Simulation and Limitations
  • Dragonfly Case - part II

Session 3: Ambiguity in Large Innovative Projects

 

  • Flying Car Case
  • Managing Residual Uncertainty
  • Strategies for Managing Ambiguity
  • Stakeholder Management
  •  

Session 4: Project Risk Management

  • Intro to PM Risk Management
  • Review of decision trees
  • Real Options

Session 5: Managing Project Teams

  • In-class exercise
  • Heavyweight vs lightweight project managers
  • Functional vs. project-based organizations

Session 7: Portfolio Management

  • Scoring tables and financial indices: value and limitations
  • Risk return matrices and visual tools
  • Experimental evidence: collective bias

Session 8: Project Management Contracts

  • Fixed fee/Time and Materials/Performance-based contracts
  • Comparison and applicability of each contract type
  • Risk-sharing through optimal contract design
  • Barganining power and negotiations

Coursework

In-class individual case discussion contributions (20%), Group case write-up (30%), Coursework work individual (50%).

Coursework Format

Due date

& marks

Coursework activity #1:  Project Management Case Study

Coursework 1 brief description

You will be given a case and asked to analyse the risk management framework that the managers use to ensure a smooth transition of the IT operations. 

Learning objective:

  • Assess the Risk Management Framework and implementation in a large scale IT project
  • Develop contingency plans and mitigation techniques 
  • Develop recommendations to extend the existing framework 

 

Group Report 

anonymously marked

 

Beginning of Lecture 4

[18/60]

[Coursework activity #2 Project Prioritization and Analysis / Final]

Coursework 2 brief description

You will be given a case study and asked to analyse the risk profiles of different projects portfolios. You will have to make a recommendation regarding what projects should the company select and defend your recommendation with both quantitative and qualitative arguments. 

Learning objective:

  • Understand the complexity of project portfolio selection processes 
  • Analyze the organizational dynamics that affect project execution in project teams
  • Analyze how collaborative agreements and contracts can affect project performance 

Individual Report

anonymously marked

  Beginning of Easter Term

[30/60]

 

Booklists

Please see the Booklist for Group E Courses for references for this module.

Examination Guidelines

Please refer to Form & conduct of the examinations.

UK-SPEC

This syllabus contributes to the following areas of the UK-SPEC standard:

Toggle display of UK-SPEC areas.

GT1

Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.

IA1

Apply appropriate quantitative science and engineering tools to the analysis of problems.

IA2

Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.

KU1

Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.

KU2

Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.

S1

The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.

S2

Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.

P3

Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).

P7

Awareness of quality issues.

 
Last modified: 19/01/2018 16:34

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